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| Criterion |  Operations Bottleneck Analysis |  Agile 4Ls Retrospective |  Knowledge Modeling Feynman Technique |  Agile Mad Sad Glad |
|---|---|---|---|---|
Purposedifferent | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | When a sprint should not only be assessed but also learned from, it captures experience in clear learning categories. It records what worked, what's missing, and what should run differently next time. | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | When a team's or workshop's mood needs to become readable, it structures emotional signals with little setup. It makes strain, relief, and sources of energy tangible. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 1-3 h | 45–75 min | 20-60 min | 30-60 min |
Participantsdifferent | 3-8 | Team members involved | 1 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | 4Ls Board, Learning Themes, Improvement Actions | Plain-language Explanation, Knowledge Gaps, Study Notes | Emotion Board, Themes, Action Items |
Tagsno overlap | FlowMeasurementConstraints | RetrospectiveLearningReflectionTeam | LearningKnowledgeUnderstanding | RetrospectiveTeamReflection |